Lewis-project planning, Progress and Control (chapter sixth)

Good planning starts at the beginning of the project.

Proverbs: Projects often fail at the beginning rather than the end.

The wrong idea of unity is the result of not dealing with different opinions, because no one knows that different opinions still exist.

If everyone has not reached a consensus on the project vision, everyone will try to get what they think is the ultimate outcome of the project.

The way we define the problem always determines the way we solve the problem.

When the project starts, the project stakeholders disagree.

Reason: 1, the composition of the project two aspects: "What" and "do what." "What" is the definition of the task of the project; "What to do" is the process of fulfilling tasks-including team management, how to communicate, interact, solve problems, handle disputes, make decisions, assign jobs, meetings, and team activities.

Workaround: Involve team members actively in the project definition, including what issues the project is facing, what tasks need to be performed, what results are desired, etc.

Specific steps: Each person prepares a team task description, compares, identifies and votes on these notes; These individual points of view are consolidated into a unanimous panel statement, which is discussed and evaluated for the next improvement; print out the mission statement.

Project Task analysis highlights the importance of identifying the necessary and good wishes

Cause: The project vision is the definition of the project's final outcome characteristics, and he needs the project manager to define it in a language that is accurate.

Workaround:

Question: I have no place to live
Necessary	Hope	Willing to accept
230 m² Three-bedroom Two garages Basement Piece of land	The living room has vaulted roofs. The living room has a fireplace and basement	Near the golf course No more than 8 km away from the office
Mission: The future residence is best equipped with "required" features and as many other features as possible

Project problem handling One: we need to make a clear description of the problem and don't equate the symptoms with the problem.

Cause: Each project is executed to solve an individual problem. Usually the project sponsor has an idea of what it will look like after the problem is resolved, and that is his vision of the final outcome of the project. The task of the project team is to solve this problem and realize the vision.

However, when you are assigned to manage a project, you rarely get a definition of the problem, and of course you get a description of what is expected of the project: perhaps to develop a software or to produce a product. But whatever the purpose of the work, you are told that you need to achieve this-for whatever purpose.

In many cases, this is not a problem, as long as you do all the things that require you to do, the project sponsor's problem will be resolved accordingly. However, if the initiator mistakenly defines the problem to be solved, and then you do all the required things, the result is that the organization's problem persists, in order to prevent this situation, when you are assigned to manage a project, you should first check the problem to be solved and decide whether the project you want to do can really get the desired result. If it doesn't work, you need to discuss it with the project sponsor, and of course the words need to be cautious and use some communication skills appropriately.

Six steps to define a problem: Ask a question, develop a survey plan, make assumptions, gather data validation assumptions, and draw conclusions from hypothesis validation

Problem description Template:

The explanation of the problem should be able to reflect common value judgments and clear goals

The formulation of the question should not refer to the reason and solution

The expression of a problem should define the problem and process within a controllable scope.

If possible, the problem statement should describe the measurable characteristics of the issue

The description of the issue should be as concise as possible

Method of problem Analysis:

Confirmation--Confirmation of deviations

Description--Describe what the problem is and not what

Analysis-analyze data to derive

Hypothesis--making assumptions about the possible causes

Validation--validating assumptions to determine root cause

Action-taking corrective action

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Lewis-project planning, Progress and Control (chapter sixth)